For Cavidi, getting to the next level meant attracting investment. And to do that, the CEO wanted to ramp up sales and create a brand that was recognized and respected globally.

Applying the Moso approach, we divided the work into four phases over three years, with a series of milestones leading up to the final objective — access to growth capital. We discussed value, risk, and timing to arrive at pricing that included a combination of flat fees, pay-for-performance, incentives, and equity. The price was agreed to and payment terms were scheduled to accommodate Cavidi’s cash flow.

Measure twice, cut once: We started by investing adequate time with Cavidi’s management team to define goals, understand the business context, diagnose the problem, and define solutions. This involved our lead strategist spending two weeks visiting rural HIV clinics in Zimbabwe, as well as meeting with the CDC and various officials in the health ministry. The insights gained turned out to be critical to the program’s success.

At the end of Phase I, we implemented a triage plan to address problems that could be solved immediately. This created a series of quick wins that helped get things moving while we worked on the bigger issues. In Phase II, we agreed on the path we would take to reach our objectives and the timeline for the journey. Next came the creative development to give the brand a look, point of view, and voice that would be noticed, reinforce the brand’s value proposition, and inspire trust.

The brand needed a complete makeover from new logo and graphic identity to websites, e-shop, social media support, advertising, and sales material. The cost for this work would have been cost prohibitive under a conventional agency agreement. The Moso Program’s flexibility allowed us to work with Cavidi’s cash flow and budgeting priorities by drawing on a range of compensation options to get the work done.

The project gave Cavidi a positive public face that rapidly attracted attention and established brand credibility globally.